Revenue and capital budget monitoring 2010/11 – period 10

Report: 5
Date: 24 March 2011
By: Director of Resources on behalf of the Commissioner

Summary

This report provides an update on the revenue monitoring position for 2010/11 at Period 10 (to the end of January). The revenue budget is forecast to under-spend by £3.5m (0.1% of budget). However, Management Board have agreed the need to manage down expenditure to deliver an under-spend of £11m to support the 2011-14 budget position.

The Capital Programme as at the end of Period 10 (January 2011) shows year to date total expenditure of £137.2m. This total represents 49.7% of the revised annual budget of £276.3m. The forecast for the year of £206.5m represents an under-spend of £69.8m (25.3% of the revised annual budget).

A. Recommendations

Members are invited to:

1. Note the year to date and forecast position for revenue and capital budgets.

B. Supporting information

Background

1. This paper provides a forecast against the revenue and capital budgets for the MPA/MPS in 2010/11 based on the position at the end of January 2011.

Additional In-year savings

2. As stated in previous reports, revenue budgets have been adjusted to reflect the £28m grant reduction notified by the Home Office and a programme of savings has been delivered by the Business Groups to mitigate this loss of grant.

3. The temporary pause in Police Officer recruitment has now ended. However, the period of time in which the organisation was not recruiting has impacted on the expected end of year position for Police Officer Posts, with a reduction against the original target strength by the end of 2010/11 of 644 posts. The forecast underspend of £6.9m for Police Officer Pay includes the effect of savings resulting from the pause in recruitment.

4. The Early Voluntary Departure Scheme closed on 10 December 2010. Approximately 450 staff have accepted early voluntary redundancy, and will leave the MPS before the end of the financial year. The redundancy cost of staff leaving in 2010/11 is approximately £12.4m. These costs, and the related drawdown from reserves, are not yet reflected in this report. In-year salary savings resulting from these redundancies are reflected in the forecast position.

5. After taking account of the above issues, the Service is taking action to deliver an underspend of £11m to support the 2011-14 Budget and Business Plan proposals. This flexibility is needed to manage the MPA/MPS finances in the short-term while action is taken to deliver permanent reductions to bridge the anticipated budget gaps.

Revenue Forecast by Business Group

6. Table 1 provides a summary of the revenue forecast by Business Group. Table 2 provides a comparison of the forecast outturn variances between Period 9 and 10 by Business Group.
7. Table 1 – Summary of revenue forecast against budget at Period 10

* = of net expenditure budget

Table 2 - Comparison of Period 10 forecast outturn variance with Period 9 forecast outturn variance

8. The forecast outturn variance at Period 10 is an under-spend of £3.5m.

9. The subjective position by Business Group is at Appendix 1. The overall position for the MPS is at Appendix 2.

10. Territorial Policing – An overspend of £0.7m –0.1% of budget
The overall position is made up of a number of subjective variances. These include a forecast overspend on Police Officer Pay (£3.8m) following expectations of a strength position above that which has been budgeted; a forecast under-recovery of Specific Grants (£3.5m) (matched by reduced expenditure) where costs for Special Constables have been less than originally expected, reducing the level of funding required; a forecast overspend on Police Staff overtime (£0.5m) relating to the Central Communications Command; a forecast overspend on Premises Costs (£0.6m), relating to minor works, insurance and the purchase of additional forensic cold storage; a forecast under achievement of Income (£1.6m) relating to an understrength position within the Safer Transport Command at the beginning of the year and reduced immigration income. These are offset by underspends on Police Staff Pay (£5.2m), relating to Project Herald, reflecting an understrength position for Designated Detention Officers and Custody Nurses and within Supplies and Services (£3.7m) relating to reduced expenditure on Police Uniforms, local publicity, office supplies, external consultants and local IT procurement.

11. There has been an overall adverse movement of £0.9m from the position reported at Period 9. Again, the overall position is made up of a number of individual subjective movements. These include an adverse movement of £1.3m on Police Officer Pay resulting mainly from Special Priority Payments being greater than forecast, and an adverse movement of £3.3m on Specific Grants (relating to a reduction in MSC grant to match reductions in the MSC expenditure forecasts which has already been included in previous forecasts. £1.7m of the reduction had previously been forecast against Income rather than Specific Grant in error). These have been partially offset by a favourable movement on Other Income of £2.7m, £1.7m relating to the movement of the MSC grant reduction forecast to Specific Grants and £1m to a reduction in income from Transport for London to match reduced expenditure. There has also been a favourable movement of £0.8m on Police Staff Pay stemming from a further review of staff recruitment expectations for Project Herald.

12. Specialist Crime – An overspend of £5.0m - 1.2% of budget.
The forecast overspend is principally within Supplies and Services (£4.6m) relating to Mobile Data costs (telephone investigations) and Forensics expenditure, and Police Officer Pay (£1.2m) following expectations of a strength position above that allowed for by the budget realignment. This position is under discussion.

13. There has been an overall minor adverse movement from the position reported at Period 9. An adverse movement of £1.1m in Supplies and Services (relating to Transfer of Undertaking of Protection of Employment (TUPE) costs for MPS staff who will transfer from FSS to LGC) is offset by favourable movements in Police Officer Pay due to a change to the FTE forecast to reflect a more realistic position and a favourable movement in Police Officer Overtime due to stricter management control.

14. Specialist Operations – An underspend of £1.2m – 0.4% of budget.
Police Officer Pay is forecast to be underspent by £5.0m, due to an understrength position in all OCUs in the Business Group, as a result of the temporary pause in recruitment. Additionally, Police Staff Pay is forecast to be underspent by £3m, due to vacancies within the directorate. Employee Related Expenditure is forecast to underspend by £2.1m relating to vacant seconded officer posts. These underspends are partially offset by an under achievement of Income (£3.2m) which relates chiefly to the vacant posts mentioned above which would be externally funded, and an overspend on Police Overtime of £2.4m, due to additional costs generated by events such as the General Election and high profile visits to the UK.

15. There has been a favourable movement of £0.4m from the forecast position reported at Period 9. This relates chiefly to a favourable movement within Premises Costs, where additional funding was received from ACPO TAM for rental costs of Tintagel House.

16. Central Operations – An overspend of £3.9m – 2.1% of budget.
The overspend is principally within Police Officer Pay (£1.3m) following expectations of a strength position above that allowed for during central budget realignment and this position is under discussion. There is an under-recovery of Other Income of £0.9m, due to a reduction in the number of officers being deployed at sporting events. Additionally there is a forecast overspend in Police Officer Overtime, due to the Territorial Support Group’s use of overtime to compensate for a below-strength position, and an increase in operational demand upon Firearms units.

17. There has been a favourable movement of £1.6m from the forecast position reported at Period 9. This relates to Police Officer Overtime (£1.7m), following a reduction in the number of anticipated public order events.

18. Olympics Security – A nil variation.

19. Deputy Commissioner’s Portfolio – A minor under-spend of £0.4m, 0.8% of budget.
There has been a minor favourable movement from the position reported at Period 9.

20. Directorate of Public Affairs – An under-spend of £0.3m - 4.1% of budget.
There has been a favourable movement of £0.2m from the position reported at Period 9 following a review of planned publicity campaigns.

21. Directorate of Information – A minor variation.
There has been a favourable movement of £1.1m from the position reported at Period 9. This relates to Supplies and Services (£0.4m) where there has been a reduction in the revenue costs associated with capital projects that have been subject to cancellation or delays, a reduction in Police Officer Pay (£0.3m) and Police Staff Pay (£0.3m), due to a revision of recruitment expectations.

22. Resources Directorate – An overspend of £1.8m - 0.7% of budget.
The overspend is principally within Premises Costs (£4.3m) and relates to facilities management costs. Additionally, there is a £2.9m forecast overspend on Capital Financing Costs, resulting from borrowing undertaken earlier than originally anticipated. These are partially offset by an under-spend on Police Staff Pay (£2.2m), due to vacant posts, and a forecast over achievement of Income (£1.6m) relating to rent and service charge recovery.

23. There has been a minor adverse movement from the overall position reported at Period 9.

24. Human Resources – An underspend of £3.7m - 2.0% of budget.
The underspend is principally within Police Officer Pay (£3.4m) due to vacant seconded officer posts in Holding Branch (matched by an under-recovery of income for seconded officers), in Police Staff Pay (£3.2m) due to vacancies in most units within the Directorate and in Police Staff Overtime where costs in Catering Services and the Vehicle Recovery Examination Service are being managed down. The under-spend is partially offset by an under achievement of Income in Catering Services, due to temporary closure of some canteens due to the refurbishment programme and a general fall in sales.

25. There has been a favourable movement of £0.6m in the forecast position from that reported at Period 9. This is primarily within Supplies and Services (£0.7m) and relates chiefly to a reduction in purchase of goods for resale in Catering Services, due to the fall in sales mentioned above. There has also been a favourable movement of £0.4m in Police Staff Pay, which is due to revised pay forecasts for staff following THR go-live, although this is off-set by an adverse movement in Other Income, which relates to a reduction in the recoverable cost of Police Staff on secondment, due to a reduction in the number of secondees.

26. Metropolitan Police Authority – An underspend of £1.6m - 11.8% of budget.
This is mainly attributable to savings from vacant posts following a reorganisation towards the end of last financial year and a more recent review of Audit Risk & Assurance where some posts were removed from the organisation structure. The results also include a one-off refund of rent and service charges from the landlord in respect of new lease arrangements and prior year building works not carried out.

27. There has been a favourable movement of £0.4m from the position reported at Period 9. This is due chiefly to a reduction in Supplies and Services, where there is a reduced forecast for expenditure on consultative groups, consultants and legal costs.

28. Centrally Held Budgets – An under-spend of £7.7m - 0.3% of budget.
The forecast underspend relates principally to Police Officer Pay, following a reduction in anticipated costs for Special Priority Payments. Additionally, there is an under-spend in Other Income, relating to accounting adjustments to write off unmatched goods receipts in respect of previous financial years, and an under-spend in Police Staff Pay, to recognise an overstated position in Business Group forecasts.

29. There has been a favourable movement of £1.1m from the position reported at Period 9. This is due primarily to a favourable movement of £2m in Police Staff Pay, relating to the forecast adjustment detailed above, and a favourable movement of £1.7m in Other Income, due to the accounting adjustment which is also detailed above. These are partially offset by a reduction in the corporate forecast for savings in Police Officer Pay resulting from the temporary recruitment pause which are now being incorporated into Business Groups’ forecasts.

Revenue Forecast by expenditure/income type

30. Table 3 compares the forecast outturn variances for Period 10 and Period 9 by expenditure/income type.

Table 3 - Comparison of forecast outturn variance by expenditure/income type

31. The main forecast variances from budget are set out below.

32. Police Officer Pay – an underspend of £6.9m – 0.4% of budget.
Table 4 provides details of actual, forecast and target Business Group strengths and shows the variances between the target and forecast strength and between the current and forecast strength. The table now shows an additional 201 Trainee Police Officers who will join the organisation on 14 March, following the end of the temporary recruitment pause. Additionally, 95 Seconded Officers from other Forces, who are posted within Specialist Operations, have been included in the table. The additional posts have been added to the Forecast Target Strength as at 31 March 2011 (previously 32,136). The actual strength position for 31 January shows that the MPS is under strength by 499 posts from the original target, which contributes to the forecast under-spend position. Forecast strength generally includes the effects of the previous temporary recruitment pause but, whilst the budgets have been realigned, some Business Group forecasts anticipate variances to the deployment assumptions and predict overspends against the revised budgets. Active steps are being taken to agree year-end target strengths with Business Groups and Management Board are assessing the most appropriate areas for the vacancies to exist. In the meantime, a balancing credit forecast of 326 posts is included within Centrally Held to achieve the overall year-end target strength of 32,447.

33. There has been an overall adverse movement of £1.8m from the position reported at Period 9.

Table 4 – Police Officer Actual Strength v Target Strength

34. Police Staff Pay - An underspend of £17.6m – 2.8% of budget.
Territorial Policing has a forecast under-spend of £5.2m, chiefly linked to the Project Herald under-spend on nurses and Designated Detention Officers. Additionally, there are significant vacancies within the Human Resources, Specialist Operations and Resources Directorates. A further underspend of £2.1m is forecast in Centrally Held, to recognise an apparent overstated position in Business Groups’ forecasts.

35. There has been a favourable movement of £4.6m from the position reported at Period 9. This is primarily within Territorial Policing where there has been a further movement in the Herald forecast, reflecting that some anticipated recruitment will not take place this financial year. There has also been a favourable movement in Specialist Operations, as most OCUs have reduced their forecast position. Additionally, there is a favourable movement in Human Resources, following further revision in pay costs after the THR go-live as well as the forecast adjustment within Centrally Held.

36. PCSO Pay - An under-spend of £0.5m - 0.3% of budget.
This is primarily within Specialist Operations, where there are vacancies due to recruitment activity currently being on hold. The under-spend is matched with an under-recovery of income.

37. There has been a minor favourable movement from the position reported at Period 9.

38. Traffic Warden Pay - A minor under-spend.
There is no variance from the position reported at Period 9.

39. Police Officer Overtime – An overspend of £1.1m – 1% of budget.
The forecast overspend is chiefly within Specialist Operations (£2.4m), relating to additional costs stemming from the General Election, and costs arising from large scale events. This is partially offset by a forecast under-spend in Specialist Crime (£1.4m), where strict controls have been placed on all OCUs.

40. There has been a favourable movement of £2.7m from the position reported in Period 9. Primarily within Central Operations (£1.7m) where planned Public Order policing has been reduced following a review of the number of expected demonstrations. There has also been a favourable movement of £0.6m in Territorial Policing, due to a review of Partnership Units activity.

41. Police Staff Overtime – An underspend of £1.2m – 3.9% of budget.
The forecast underspend is principally within Human Resources (£1.3m), and relates to under-spends within Catering Services and Vehicle Recovery, where costs have been managed down.

42. There has been a favourable movement of £0.5m from the position reported in Period 9. This primarily in Territorial Policing (£0.2m) due to lower than expected activity, and in Human Resources (£0.2m) due to further efforts which have been made to manage down costs in Catering Services.

43. PCSO and Traffic Warden Overtime – A minor variation.
There has been a minor adverse movement from the position reported at Period 9.

44. Employee Related Expenditure – An underspend of £1.3m - 3.9% of budget.
The forecast underspend is primarily in Specialist Operations (£2m) due to vacant seconded officer posts, matched by a reduction in income. This is partially off-set by an overspend of £0.7m in the Olympics Security Directorate, which relates to seconded Police Officers and Police Staff, for which budget lies within Police Officer and Police Staff pay categories.

45. There has been a favourable movement of £0.5m from the position reported in Period 9. This is primarily within Specialist Operations, where ACPO TAM have met costs previously forecast to be paid from the MPS budget.

46. Premises Costs – An over-spend of £4.5m –1.9% of budget.
The forecast overspend relates principally to Facilities Management costs within Property Services. Savings of £4m have been delivered as part of the overall savings required to meet the reduction in Home Office grant funding, and the over-spend within premises is being managed within the overall Resources position.

47. There has been a minor adverse movement of £0.1m from the position reported in Period 9.

48. Transport Costs - An underspend of £1.1m - 1.6% of budget.
The forecast under-spend is principally within Specialist Operations due to a reduction in overseas travel for protection officers and as a consequence of staff vacancies.

49. There has been a minor favourable movement of £0.1m in the forecast from the position reported at Period 9.

50. Supplies and Services - An overspend of £2.6m - 0.6% of budget.
The overspend is principally within Specialist Crime Directorate relating to Mobile Data costs (telephone investigations) and Forensics expenditure, and TUPE costs relating to the new contract with LGC. The position is partially offset by an under-spend within Territorial Policing, primarily relating to Police uniforms, local publicity, office supplies, external consultants and local IT procurement.

51. There has been a minor adverse movement of £0.2m from the position reported in Period 9.

52. Capital Financing Costs – an overspend of £2.9m - 12.3% of budget.
The forecast overspend relates to increased interest charges resulting from borrowing which was undertaken earlier than originally anticipated for cash flow purposes.

53. Interest Receipts – a minor over-achievement.

54. Other Income - A forecast under-achievement of £4.9m – 1.5% of budget.
The under-achievement is principally within Human Resources (£4.8m), where income recovery for secondments is below budget (matched by reduced Police Pay expenditure); Specialist Operations relating to Aviation Security (matched by reduced expenditure); and Territorial Policing relating to an under-strength position in the Safer Transport Command at the beginning of the year and reduced immigration income.

55. There has been a favourable movement of £2.9m from the position reported in Period 9. This is chiefly within Territorial Policing, where the forecast under-recovery of MSC grant is now correctly reported against Specific Grant and within Centrally Held relating to accounting adjustments to write off unmatched goods receipts in respect of previous financial years.

56. Discretionary Pension Costs - a forecast overspend of £0.4m - 1.3% of budget.
The forecast overspend relates to an unanticipated increase in Police Officer ill health retirements during December.

57. Specific Grant – forecast under-achievement of £8.9m – 1.5% of budget.
This is primarily within Territorial Policing (£3.5m) where costs for Special Constables are less than expected, having been budgeted to achieve a strength of 6,667 against current expectations that are closer to a strength of 5,000. This has therefore reduced the required level of funding that had been expected. There is also an under-recovery in Specialist Operations (£2.8m) where under-spends have led to reduced grant from ACPO TAM. In the Olympics Security Directorate, a forecast under-recovery of £2.7m is in line with expenditure expectations.

58. There has been an adverse movement of £4.9m from the position reported at Period 9. This is chiefly within Territorial Policing (£3.3m), where Special Constabulary income and expenditure levels have been reviewed and the grant forecast has been amended accordingly. There has been a further £1m movement within Specialist Operations relating to ACPO TAM funding, which has been reduced to match estimated expenditure.

59. Budget movements
The MPA/MPS Business Plan was approved by MPA Strategy and Operational Committee on 1 April 2010. Since that time budget amendments have been made for a number of reasons. Appendix 2 shows the subjective budget movements that have been required in the time between the original budget submission and the presentation of this report.

The major budget movements undertaken since Period 9 are shown below in Table 5.

Table 5 – Major budget movements actioned since Period 9

60. In addition, the following budget virement (permanent budget moves between categories of expenditure) has taken place in Period 10, approved by MPS Management Board:

• Within Specialist Crime, a movement of £131k from Transport Costs to Police Officer Overtime (£120k) and Police Officer Pay (£11k). This relates to the transfer of the Dedicated Source Units from Territorial Policing to Specialist Crime.

61. Movements in Reserves

The reserve movements carried out since Period 9 are shown below in Table 6.

Table 6 – Reserve movements carried out between Period 9 and 10.

Capital

Summary position as at the end of Period 10 (January 2011)

62. Appendix 4 sets out expenditure for the 2010/11 Capital Programme as at the end of Period 10 (January 2011). Expenditure during January was £13.1m. Cumulative year to date expenditure is £137.2m, representing 49.7% of the revised annual approved budget of £276.3m.

63. The revised approved budget of £276.3m includes a budget of £33.2m in respect of capital investment for the 2012 Games. Olympic capital budgets were based on outline project business case submissions to the Home Office and include optimism bias within the costings. As costs were refined and contracts secured, the level of optimism bias was reduced and Olympic grants awarded excluded optimism bias. Budgets have not been amended to reflect the cost revisions, which accounts for the vast majority of the underspend. Expenditure is on track to ensure delivery for the Games.

64. At the present time only £14.1m is expected to be provided for capital expenditure in respect of the 2012 Games in 2010/11. As a result of this there is an £19.0m reduction in planned expenditure. Therefore, a more realistic target for comparison of (a) cumulative expenditure to date; and (b) forecast expenditure at year end; would be an adjusted approved budget sum of £257.3m.

65. Current forecasts predict spend for the year to outturn at £206.5m, a £15.5m reduction from the forecast given at the end of Period 9 (December 2010). This is £69.8m below the target expenditure figure of £276.3m. Over-programming is no longer a consideration as forecast expenditure falls below the revised budget sum. Whilst capital spend is traditionally profiled towards the end of the year, the monthly spend required to deliver the forecast spend of £206.5m remains very ambitious.

66. The forecast capital receipts sum for 2010/11 is £22.3m. Of this amount £16.5m has been received. The MPA has previously agreed that only £20m of the capital receipts will be used to finance capital expenditure in 2010/11. The remaining £2.3m will be used to fund investment in 2011/12.

67. As part of the measures to bridge the revenue expenditure funding ‘gap’ in 2011/12 & 2012/13, it has been agreed by the MPA that £20m of capital expenditure planned to be financed by way of revenue contributions (RCCOs) during 2010/11 will now be funded by additional borrowing. This decision has been reflected in the revised annual approved budget funding figures shown at Appendix 4. The revenue savings achieved will be ‘centrally held’ pending use during 2011/12 and 2012/13.

68. Property Based Programme – An overall underspend of £17.7m is forecast - 19.5% of the revised annual budget.
Following a detailed review of all projects, several have been reduced/re-phased to align with the new corporate estate strategy. In addition, delays in lease negotiations are impacting on planned refurbishment works. There has also been delay in refurbishment works at New Scotland Yard and Cobalt Square due to changes in building requirements and extension of tendering procedures. As a consequence of this, it is expected that these works and other projects will not be completed until 2011/12.

69. Information Based Programme – An overall underspend of £42.9m is forecast - 31.4% of the revised annual budget.

The forecast reflects a thorough review of all Directorate of Information projects to identify as realistically as possible what needs to be delivered this financial year. As previously noted, a number of projects have been delayed into the next financial year due to problems associated with the purchase of appropriate hardware and extended commercial negotiations. Schemes affected include the CCC Appointments System (£2.2m); the Messaging Project (£6.4m); the Virtualisation Project (£2.7m); IPI (£3.3m) and Real Time Communications Improvements (£9.8m).

70. Transport Based Expenditure – An overall underspend of £4.3m is forecast - 19.9% of the revised annual budget.

The main Transport programme is showing an underspend of £6.6m. As previously noted, this was caused by changes to the procurement process that halted the replacement of vehicles. Purchasing has restarted by seeking competitive tenders on batches of vehicles using the National Procurement framework. A paper outlining the future planned methodology is currently being reviewed by Procurement Services.

As previously reported the £6.6m underspend in the main programme is offset by additional vehicles (£2.3m) being purchased from revenue contributions on behalf of the Transport OCU, and other users. These purchases were contracted before it was recognised that changes were required to the procurement process.

71. Other Plant & Equipment Expenditure - An overall underspend of £0.3m is forecast - 57.0% of the revised annual budget.

This is a minor variation in cost terms

72. Language Programme − An overall underspend of £2.5m is forecast - 55.6% of the revised annual budget.

The Language Programme has experienced delays as a result of problems experienced in meeting procurement and project management milestones. The scheme expects that unspent monies from this financial year are carried forward to meet planned expenditure. This Programme has ring-fenced funding from the Service Improvement Plan Fund.

73. Safer Neighbourhoods Programme – An overall underspend of £16.3m is forecast - 72.5% of the revised annual budget.
As previously advised, this represents the current year impact of the changes made to the Programme by Stage 2 of the Safer Neighbourhoods Property Programme Update. Members will recall that this was covered in October 2010 on the Finance & Resources Committee agenda.

74. Olympics/Paralympics – An overall underspend of £19.1m is forecast - 57.4% of the revised annual budget.

The Olympics/Paralympics Programme is funded by specific grant and each project is subject to Home Office approval following the submission of individual business cases. After a review of the Olympics Programme initial estimates, which included Home Office Optimising Bias, the forecast has been reduced for the current financial year. There is no loss of outputs, or programme slippage. The adjustment is due to improving estimate accuracy.

C. Other organisational and community implications

Equality and Diversity Impact

1. Equality Impact Assessments are completed on business group activities undertaken where there is deemed to be an impact. The equality and diversity implications are identified in business cases and reports on individual proposals through our normal decision making process. The in-year reductions to reflect withdrawal of Government grant are not permanent adjustments to the Service’s base budget. Permanent reductions in the light of the Comprehensive Spending Review will be reflected in the 2011-14 Policing Plan and Budget and will be subject to EIAs as appropriate.

Consideration of MET Forward

2. Met Forward recognises that the MPS has to make challenging financial decisions whilst minimising the impact on front line policing. This report outlines the current financial position against the budget approved by the Authority (Policing London Business Plan, 2010-13) and identifies additional savings to address the deficit.

Financial implications

3. The financial implications are those set out in this report.

Legal implications

4. DLS advice to be obtained as appropriate in relation to paragraph 70 (Transport procurement process) and any legal issues arising in respect of procurement processes generally and as appropriate in relation to MPS compulsory redundancies. There are no further legal issues arising.

Environmental implications

5. There are none specific to this report.

Risk Implications

6. Risk management is integrated into the Service’s budget, business planning and performance management processes. Business Groups and Management Board monitor risks on a regular basis. This report sets out the financial risks and pressures currently being managed by the Service.

D. Background papers

• Policing London 2010-13 Business Plan

E. Contact details

Report authors: Nick Rogers, Director of Finance Services, MPS

For more information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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